Latest blog articles

Using the ADKAR Model to Create a Common Language for Change

When people do not share a common language, it can lead to confusing, even hilarious results. Consider the classic Abbott and Costello skit “Who’s On First,” where both comedians are saying the same words but meaning completely different things. While this conundrum makes  for great comedy, it can cause real problems in our organizations. And lack of a common language doesn’t just manifest in people assigning different meaning to the same word; it can also result in people using vastly different terms to describe the same thing. This can cause frustration, misunderstanding, and decreased efficiency as people decipher each other’s language.

Infographic: New Data on How the ADKAR Model Drives Change

Once people understand the Prosci ADKAR Model, they tend to fall in love. They shamelessly wear ADKAR glasses at conferences, start using ‘ADKAR’ as a verb (e.g., “I just ‘ADKAR-ed’ that senior leader big time!”) - and I’ve had more than one person threaten to get an ADKAR tattoo. Why are people so fanatical about the ADKAR Model? We set out to answer this question, and understand how change professionals are using it in new and unique ways, in the Applications of ADKAR research study. 

The ADKAR Model: It’s ADKAR, not ADKA (the value of reinforcement)

The Prosci ADKAR Model gives us five outcomes individuals must achieve in order to change successfully: awareness, desire, knowledge, ability, and reinforcement. It is at ability, when the new skills or behaviors are put into practice, that the change is actually realized. And if the goal is to help people change, why not stop at ability? Why not ADKA?

The ADKAR Model: Undercut Ability, Undercut Your Change

In the Prosci ADKAR Model, knowledge and ability are two distinct elements. Knowledge of how to do something does not automatically translate into being able to do it. For example, I played one season of softball at age six. My coaches taught me how to bat: proper knee bend, elbow placement, and timing. I understood it because I was capable of learning the concepts of batting. Yet when I had to actually go to bat in a game, all that knowledge would fall away. I would panic and my batting attempts resembled laborious golf swings and rarely made contact. (Needless to say my first softball season was my last.)

The ADKAR Model: Don't Have A Rickety Knowledge Bridge

I don’t know about you, but when I’m crossing a bridge, I want it to be solid. I am not one of those adrenaline-loving thrill seekers who want to tempt fate and drive across a rickety ancient bridge. I want something that is modernly designed and constructed to get me successfully to the other side, thank you very much.

The ADKAR Model: Building Desire for Change with One-On-One Coaching

In our last post, we talked about the importance of building awareness of the need for a change, the first element in the Prosci ADKAR Model. Now let’s talk about the next ADKAR element, desire.

The ADKAR Model: 5 Obstacles to Building Awareness For Change

I was one of those dogged (or, as I like to think, “passionate”) children who did not change easily once my mind was set. My poor parents had to be prepared with a litigation-worthy defense to dissuade me. “Because I said so” did not fly; I simply had to understand why they wanted me to do something differently in order to consider it.

Individual Barriers to Change and What to do About Them

The ADKAR Model and Employee Behaviors: Learning what to look for during change

The Prosci ADKAR Model is a framework for managing and understanding individual change.

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